Software release and deployment is one of the highest risk transitions a company can make. This is a lesson airlines and the UK banks seem to have not learnt: problems with upgrades and migrations causing misery for customers were still happening in 2018.
For routine upgrades, delegation to a process is a good strategy: past mistakes identified plus QMS reviews are the foundations of improvement. Documenting into protocols ensures that the lessons are learnt rather than just identified.
Better still is delegation to automation: do the QA on the automation once, then simply check that the automation had run without throwing an unacceptable error.
Automated processes, auto-QA and auto-documentation are the friends of a departmental manager accountable for software release and software deployment.
This is how I had a Chemical Engineer, a Furniture Design graduate and a Forestry Management graduate running software release and deployment. I gave them a brain dump, my initial thoughts, from my own experience, and delegated my authority to them. That was frightening, because they did things differently. But I had hired graduates: I was not paying them to be my clones. Plus, if their different was better than my original, it got adopted and the protocol got edited. At the end of my tenure, the main upgrade protocol was at V6.12.
What I 'brought to the party' was my initial experience (I had done the job myself for many years) and my tacit knowledge: the protocol's "what to do if it goes wrong" section usually said to refer to the person with my job title. As the years went by, less and less went wrong. When I took holidays, I no longer called the Team Leader every day: twenty years ago I used to.
Why hire an IT Transition Consultant? For all that tacit knowledge: a cognoscenti, who like a wine or fine art specialist, just "knows" in their bones what the situation is.
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